Issue link: https://beckershealthcare.uberflip.com/i/644565
12 Colorado Pam Nicholson, Senior Vice President for Strate- gy, Centura Health (Englewood) "Healthcare urgently needs to embrace con- sumerism and provide greater convenience, choice and transparency. At Centura Health, we're adopting a variety of disruptive technol- ogies, techniques and attitudes to learn to treat people not as patients seen episodically, but as consumers, which means reaching them on their turf and on their terms. It's all about value: the matrix of price, quality, service and convenience that gets created with every inter- action. We're moving beyond the hospital walls into neighborhood health centers, virtual care, social health platforms including cogni- tive computing, emergency and urgent care centers, and on-demand mobile services. We are innovating to engage, empower and trans- form our relationship with consumers." Connecticut James Cardon, MD, Executive Vice President and Chief Clinical Integration Officer, Hartford HealthCare "Where we're really challenged is the psycho- social and economic barriers that prohibit peo- ple from managing their conditions. My back- ground is clinical cardiology practice. I have had very complex people who are managed beautifully. e people you're challenged with are those who have issues with compliance to medication and con- fusion about their plan of care that is, more oen than not, related to unaddressed psychosocial issues. We focus on two themes: One is filling the gaps in care that we know exist. e care coordination team we built — nurses, social work, pharmacy — supports our primary care physician to understand what's going on with that patient and provide the touchpoint to co- ordinate care. e second piece is embedding a behavioral health cli- nician that's integrated into primary care practices. ese behavioral health providers aren't there to do chronic cognitive therapy; they are there for the acute handoff, oen times with people who need a couple of visits to solve a problem. If they need longer term therapy, the patient is transitioned to a provider who can provide that." D.C. Barry A. Wolfman, CEO and Managing Direc- tor, e George Washington University Hospital "e D.C. area has one of the highest incidenc- es of end-stage renal disease in the country. ESRD leads to the need for dialysis or a kidney transplant. GW Hospital recognized this ur- gent issue and in 2015 opened the GW Trans- plant Institute. We have expanded access to transplantation by using novel therapies, such as paired kidney exchanges and lowering antibody levels through desensitization. We have also made a concentrated effort to reach our community by visiting dialysis centers and establishing unique community-based partnerships. We partnered with the Minority Organ Tissue Transplant Education Program to reduce the number of minorities needing transplants. In addition, we partnered with a local two-time kidney recipient to establish the Ron & Joy Paul Kid- ney Center at GW, which launches an education campaign this year to increase the number of living donors and bring awareness to kid- ney disease and treatment options. Within one year, the GW Transplant Institute has performed more than three times the number of kidney transplants than we had ex- pected to perform. We have already changed the lives of many living with kidney disease in the D.C. area, and we are positioned to do even more in the future." Delaware Kenneth Silverstein, MD, Chief Clinical Officer, Christiana Care Health System (Wilmington) "There has been an increase in chronic disease in complex patients. We know that there's a very small percent of patients that drive a large percentage of the spend in healthcare. There's a cost to the communi- ty. The bigger picture is on the patients with multiple comorbidities and who have their own economic burden to bear — productivity in society is down and their quality of life weighs down on them. We have our share of patients in the community who carry this burden of chronic disease, and that's our most pressing health concern. We've created Care Link, an interdisciplinary care coordination team. We have nurses, case managers, social managers, pharmacies, sup- port staff, medical directors and physicians as well, and we provide support to physician practices. We're using innovative soware to track our most complex patients and predictive analytics to see who's going to need attention, when and where. We're incorporating data from Delaware Health Information Network, using data from claims and EHRs, then using predictive analytics to develop risk profiles for these patients to determine a work plan for care coordinators to be able to take better care of patients." Florida David Banks, Chief Strategy Officer, Florida Hospital (Orlando) "e most pressing health issue in our market and across the nation is the increasing demand for value from healthcare consumers. e mar- ket is requiring better quality and higher levels of service at lower costs than what traditional healthcare has been able to offer. Florida Hospital is committed to getting closer to our customer by redefining this value equation of quality, service and cost. We are making large investments in our population health compe- tencies, our health plan offerings and at the point of care, begin- ning with our physician offices. Using our clinically integrated network, we are realigning incentives for hospitals, doctors and ancillary providers around affordability, quality and service met- rics. Our internal challenge is continuing to deliver the value that our community demands while remaining financially sustainable in a rapidly changing industry."